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Exhibit 99.1
Report of the Chairman of the Board of Directors as presented in the French-language document de référence
(Section L. 225-37 of the French Commercial Code)
In preparing this report, the Chairman consulted the Executive Vice President Chief Financial Officer and the Senior Vice
President Audit and Internal Control Assessment.
The Board of Directors was informed of the conclusions of the specialist committees and of the Statutory Auditors, and has
approved this Chairman’s report.

1. Corporate Governance
Corporate governance is discussed in the French-language document de référence in section “1.2. Gouvernement d’entreprise”.

2. Internal control procedures and risk management implemented by the Company

The Executive Committee has a clear ongoing commitment to maintaining and enhancing an effective internal control and risk
management system built on ethical principles, appropriate organizational structures, well-defined responsibilities and demonstrated
competencies. The overall objective is to promote the key elements of good corporate governance: transparency of management, and
providing shareholders with quality information.

2. A. Internal control system

The internal control system covers the entities consolidated by the Group. It is rolled out in newly-acquired entities via
dissemination of the Group’s codes and charters, and via internal audits or self-assessments to evaluate how those codes and charters are
implemented. Since 2006, this system has included procedures to assess the effectiveness of internal control over financial reporting in
order to comply with Section 404 of the Sarbanes-Oxley Act (SOA 404).

2. A.a. Reference framework for the internal control system

The internal control system is based on the five components contained in the “Internal Control — Integrated Framework” issued by
the Committee of Sponsoring Organizations of the Treadway Commission (COSO):
• control environment;
• risk identification, assessment and management;
• control activities ensuring the reliability of the internal control system;
• information and communication;
• monitoring of the internal control system.

The COSO framework, adopted because sanofi-aventis is listed on the U.S. stock market and to comply with SOA 404, is regarded
by the Autorité des Marchés Financiers (AMF), the French market regulator, as equivalent to the AMF reference framework.
Internal control is a management tool developed and implemented by the Group’s senior management, middle management and
staff with the aim of providing directors, corporate officers and shareholders with reasonable assurance that the following objectives are
met:
• reliability of accounting and financial information;
• effectiveness and efficiency in the conduct of operations;
• compliance with applicable laws and regulations;
• safeguarding of corporate assets.

2. A.b. Underlying principles of internal control

The internal control system is built upon the following core principles:
• responsibility of all employees of the Group for implementing and maintaining effective internal control;
• information about risk and control frameworks and about compliance with Group-wide policies and procedures;
• segregation of duties, in other words ensuring that those who perform tasks are not responsible for approving or controlling
the performance thereof.
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An internal control system can only give reasonable assurance, and can never give absolute assurance, that these objectives are met. The
probability of meeting these objectives is subject to the limitations inherent in all internal control systems, including the possibility of defective
judgment in decision-making, the need for cost/benefit analysis before implementing controls, and the risk of deficiencies caused by human
failings or mere error.

2. A.c. Organization, formalization and assessment procedure for internal control over financial reporting
In 2004, to comply with legal requirements on internal control in both France and the United States, sanofi-aventis created a dedicated
Internal Control Assessment Department reporting to the Audit and Internal Control Assessment Department.
Capitalizing on the Group’s existing internal control system, this department developed a methodology to comply with Sarbanes-Oxley
Act Section 404 (SOA 404), with the objective of assessing and improving the effectiveness of internal control over the production of financial
statements. This methodology applies to Group activities in proportion to their contribution to the consolidated financial statements and their
risk profile, and provides a consistent basis for identifying, consolidating and rating identified internal control deficiencies in financial
processes. The system applies a top-down, risk-based approach tailored to available resources, defined at Group level and implemented locally,
in accordance with the recommendations published by the U.S. Securities and Exchange Commission (SEC) in June 2007.
To ensure the necessary degree of acceptance and implementation of this methodology for the assessment of internal control over
financial processes, the Internal Control Assessment Department:
• defines the assessment methodology and establishes timetables;
• ensures that risks relating to financial information are covered in accordance with the reasonable assurance principle;
• accompanies the internal control assessment network members through dedicated communications and support;
• assesses the effectiveness of internal control over the production of financial statements;
• coordinates this process with the statutory auditors.
The “Report of Management on Internal Control Over Financial Reporting” pursuant to SOA 404 is presented in Item 15 of the Annual
Report on Form 20-F for the year ended December 31, 2010.

2. B. Control environment
The control environment is a key factor in establishing the internal control system, and is the cornerstone of all other COSO internal
control components. It refers to the degree of awareness Group staff have of internal control, and is implemented via standards presented in the
form of codes, procedures and charters posted on the Group’s intranet.

2. B.a. Codes
Group Code of Ethics
The sanofi-aventis Code of Ethics, along with the Group’s values, represents the core framework to which every employee must refer,
wherever he/she works and whatever his/her responsibilities. It is communicated to every newcomer. Deployment of the code is coordinated
centrally by the Global Compliance Department, and locally by the Compliance Officer network. An e-learning program is available on the
Group’s intranet to help employees understand the main rules and principles of the code.
Anti-corruption is a key focus of this program. Employee awareness of anti-corruption issues is being raised by the distribution of
guidelines and videos, an online training module, and Group-wide presentations on the subject.
Code of Financial Ethics
In accordance with U.S. securities law, sanofi-aventis has adopted a Code of Financial Ethics that applies to the Chief Executive Officer,
the Executive Vice-President Chief Financial Officer and the Vice-President Corporate Accounting. The Chief Financial Officers of Group
entities are also required to sign up to the code in recognition of their adherence to its principles.
Code of Conduct: Prevention of Insider Dealing
As a result of the dual listing of sanofi-aventis in France and in the United States, both French and U.S. rules apply. Other countries’ rules
may also apply given that the Group’s shares are owned by individuals located in different countries. This code is intended to promote ethical
conduct among sanofi-aventis employees. It provides background information and familiarizes employees with insider dealing rules under
French and U.S. law, including rules relating to confidentiality of information obtained in the course of their employment.
Code of Internal Control Principles
In 2008, the Internal Control Assessment Department published a Code of Internal Control Principles in order to improve the
effectiveness of processes and the reliability of the financial statements, and to enhance legal and regulatory compliance. This
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code sets out the key principles of governance and internal control, unifying action taken by the Group to implement internal control
and improve its effectiveness. Internal control teams at newly-acquired entities receive a copy and are given a presentation about the
code as part of their induction program.

2. B.b. Charters
Sanofi-aventis has provided all employees with charters that structure and promote the internal control environment. The main
charters available are:
• the information systems usage charter, describing the principal risks to which the Group’s information systems are exposed
and establishing rules governing the use of information technology (IT) resources;
• the personal data protection charter, underscoring the Group’s commitment to respecting privacy and protecting data of a
personal nature;
• the social charter, reflecting the Group’s commitment to corporate social responsibility and incorporating the principles of
the United Nations Global Compact on Labor, which sanofi-aventis is committed to follow;
• the ethical charter for purchasing, provided to all Group employees involved regularly or occasionally in purchasing
activities, and describing the conduct to be adopted by sanofi-aventis employees when carrying out their duties.

2. B.c. Other standards

The pharmaceutical industry is subject to very strict regulatory constraints at both national and supra-national level. A large
body of laws and regulations governs each stage of operations, from evaluation and selection of compounds to standards applied to
the manufacturing, packaging, distribution, sale and promotion of medicines and vaccines.

Sanofi-aventis applies many other internal standards derived from these external standards, adapted to the specific processes
carried out by each entity, thereby contributing to internal control.

2. C. Risk identification, assessment and management

The internal control system is based on the internal control environment, and is part of an ongoing process of identifying,
assessing and managing risk factors which may adversely affect the achievement of goals and of opportunities aimed at improving
performance.
Responsibility for identifying, assessing and managing risks is drilled down to all appropriate levels of the organization.

For a description of the main risks relating to activities in the pharmaceutical sector and financial risks, refer to “Item 3. Key
Information — D. Risk Factors” of the Annual Report on Form-20F. These factors include, without limitation:
• risks relating to legal matters;
• risks relating to our business;
• environmental risks of our industrial activities;
• risks related to financial markets; and
• other risks.

2. C.a. Bodies responsible for identifying, assessing and managing risks and opportunities
The Group’s organizational structure is geared to managing the risks and opportunities associated with the activities of sanofi-
aventis. The corporate, operational and support teams involved in internal control contribute to the overall risk control system by
conducting control processes within their area of responsibility.

The main committees in charge of identifying, assessing and managing risks and opportunities are the Executive Committee and
the Management Committee. Their members rely on their experience to anticipate risks and opportunities arising from developments
in the pharmaceutical sector. Other committees within the Group’s operations monitor their specific risks and opportunities using a
transverse approach involving internal and external partners.

At the end of 2010, as part of the transformation program, the Chief Executive Officer took the decision to establish a Group-
level Risk Committee. This committee is coordinated by the Senior Vice President Corporate Social Responsibility and the Senior
Vice President Audit and Internal Control Assessment, and reports to the Executive Committee. Its role will be to lead and promote
the evaluation and management of strategic and operational risks across all of the Group’s activities.
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• Executive Committee
The Executive Committee, chaired by the Chief Executive Officer, is a select group of key executives who meet on a regular
basis in order to facilitate rapid decision-making. It implements the Group’s overall strategy and oversees arbitration between
departments and allocates resources, in furtherance of its high-level management role and the objective of transforming sanofi-aventis
into a global, diversified, patient-centered leader in healthcare. The composition of the Executive Committee is available in “Item 6.
Directors, Senior Management and Employees — A. Directors and Senior Management” of the Annual Report on Form 20-F. Other
attendees may be invited depending on the subjects addressed.
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• Management Committee
The Management Committee is also chaired by the Chief Executive Officer. It reviews ongoing group operations, and is a forum for
exchanging ideas and information between functions and for coordinating transversal projects across the organization.

2. C.b. Approach to identifying, assessing and managing financial risks

Under SOA 404 and obligations imposed by French legislation, the Group has adopted a methodology for identifying, assessing and
managing financial risks. This methodology provides assurance about the reliability of internal control over the production of financial
statements, and is designed so as to identify the risks that need to be covered and the controls that need to be implemented.

This methodology takes into account new risks related to changes in the organizational model and to acquisitions arising as a result
of the transformation program.

The approach relies on a methodology developed by the Internal Control Assessment Department. This methodology covers the five
COSO components, and comprises:
• a reference framework of processes used in the preparation and processing of financial and accounting information;
• a reference framework of financial risks (including fraud), structured to enable assessments to be conducted at all levels of the
Group;
• a group evaluation tool comprising three reference frameworks applying at different organizational levels, designed to produce
an assessment at Group level while adapting the workload to identified risks. Using these frameworks, each entity in the scope
can assess its capacity to control risks and identify any deficiency in its internal control system.

This methodology relies on processes of identifying, monitoring and reporting financial risks. The dedicated internal control
assessment teams are responsible for providing reasonable assurance that financial risks are properly controlled, and for notifying the
Group of any residual deficiencies in internal control.

The approach to identifying, assessing and managing financial risks integrates the periodic update of the methodology.

A Rating Committee conducts an annual assessment of internal control and financial risks, designed to assess the materiality and
probability of occurrence of each identified financial risk. This committee notifies the Audit Committee of any residual risks that might
have a significant or material impact on the published financial statements, thereby undermining the reliability of the Group’s financial
reporting. This committee comprises the Executive Vice President Chief Financial Officer, the Senior Vice President Audit and Internal
Control Assessment, the Vice President Corporate Accounting, the Vice President Information Systems, and the Head of Internal Control
Assessment.

2. C.c. Approach to identifying, assessing and managing fraud risks

The Group applies a fraud prevention and detection process. This process relies on the various components of the control
environment, and specifies the duties of each manager to identify and deal with known fraud incidents. It also addresses the safeguarding
of assets and corruption issues, which have implications that go beyond the purely financial. The anti-fraud program specifies the tools
used to identify and detect incidents, and provides a medium for circulating the Group’s messages in this area. Fraud incidents are
investigated, corrective measures are implemented, and a summary is presented to the Audit Committee.

In addition, the Internal Control Assessment Department encourages the sharing of good practice in fraud prevention and detection,
and supports subsidiaries in their anti-fraud activities in coordination with the Finance, Legal Affairs and Human Resources departments.

2. C.d. Identifying, assessing and managing risks relating to activities in the pharmaceutical sector
The process of identifying, assessing and managing risks relating to activities in the pharmaceutical sector is the responsibility of:
• the Chief Medical Officer (a position created in 2009), who supervises the Pharmacovigilance and Epidemiology Department;
• the following departments:
• Global Quality, which coordinates quality policy across the entire Group;
• Legal Affairs, in particular as regards obtaining or enforcing patent rights and other industrial property rights;
• Health, Safety and Environment, which has departments in each business line and on each site, working on the basis of
an internal framework;
• Insurance, which among other things provides Group entities with advice and risk prevention support;
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• Corporate Economic Security, responsible for protecting the Group’s workforce and tangible and intellectual property.

The Group also has a crisis management procedure designed to anticipate, as far as possible, the potential emergence of crises, via
management principles and early warning systems covering all Group activities.

• Pharmacovigilance and Epidemiology

The Pharmacovigilance and Epidemiology Department reports to the Chief Medical Officer, and develops structures and tools for
assessing the safety profile of products under development, and of licensed and marketed drugs or vaccines. Operating procedures define the
roles and responsibilities of those involved in the management of pharmacovigilance data, and in the reporting of such data (immediately or
periodically) to the healthcare authorities and/or to investigators.
In addition to assessing the safety profile of products under development and marketed products, the Pharmacovigilance Department is
responsible for detecting and analyzing warning signals so that it can, if necessary, issue recommendations to limit the occurrence of side-
effects, ensure the product is used properly, and provide healthcare professionals and patients with up-to-date medical information.
The Pharmacovigilance Department helps assess the risk/benefit profile of products, whether in clinical development or already on the
market. For a definition of the risk/benefit profile, refer to “Item 4. Pharmaceutical Research & Development (R&D) — Portfolio” of the
Annual Report on Form 20-F.
Working with the clinical development and regulatory affairs teams and the epidemiology unit, the Pharmacovigilance Department
coordinates the development of pharmacovigilance risk management plans and monitors their application. These plans summarize the safety
profile of the products as established during the development phase, describe the measures in place to monitor identified or potential risks,
and propose guidelines to ensure the drug or vaccine is properly used.
In monitoring tolerance through the clinical trials phase and gathering unsolicited information about products already on the market,
this department relies on the network of pharmacovigilance units based in Group entities, and on contractual ties with development and
marketing alliance partners. These units also act as an interface between the local healthcare authorities and other departments within the
entity.
The Pharmacovigilance Department develops and updates tools and specific procedures designed to ensure all regulatory requirements
falling within its responsibilities are met.
A Group-level pharmacovigilance unit collates all information about side-effects from all over the world, whatever the source. An early
warning procedure has been put in place to detect any risk liable to trigger the crisis management procedure and to notify the Chief
Executive Officer without delay.

2. D. Control activities ensuring the reliability of the internal control system

Conducted at all hierarchical and functional levels of the organization, control activities are based on procedures that are available on
the Group’s intranet, on information systems, on operating methods, and on tools and practices. These control activities are structured by
process and decentralized within the operational entities. They contribute to the permanent internal control system, are the responsibility of
operational management, and are geared to the existing internal control environment and to the risks and errors to be prevented as described
in section 2.C., “Risk identification, assessment and management”.

Control activities relating specifically to the financial statements preparation process rely on operational processes encompassing sales
administration, purchasing, production processes and inventory management, human resources, information systems, and the monitoring of
legal affairs, all of which contribute to the production of financial and accounting information. Control activities identified in all of these
processes are included in the scope of the assessment conducted under SOA 404.
The Internal Control Assessment Department supports newly-acquired entities as they gradually deploy the methodology used to assess
the effectiveness of internal control over financial processes.
The Group Finance Department is structured so as to enable it to carry out its various duties (preparing individual and consolidated
financial statements, accounting standards, controlling, financing and treasury, tax, and investor relations). As part of its unifying role within
the Group, the Group Finance Department coordinates and oversees local finance departments for the purposes of the preparation and
publication of the Group’s financial statements. Accounts committees, which are responsible for reviewing the tax, legal, treasury and
financing aspects of Group entities and validating the application of Group accounting policies, meet annually on the basis of the accounts as
of end September. Their objective is to review the accounts of Group entities in anticipation of the preparation of the Group’s annual
consolidated financial statements and the individual financial statements of Group companies.
A Treasury Committee, chaired by the Vice President Financing and Treasury, meets monthly to review strategies on financing and
investment and on the hedging of interest rate risk, currency risk, banking counterparty risk and liquidity risk.
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Under Section 302 of the Sarbanes-Oxley Act, the Chief Executive Officer and the Vice-President Chief Financial Officer are required to
carry out an evaluation of the effectiveness of the Group’s control over published financial information and fraud. To this end, they push down
responsibility to local level. Representation letters are signed-off twice a year by the Chief Executive Officers and Chief Financial Officers of
Group entities to confirm this cascaded responsibility.
This process also gives the Group Finance Department an opportunity to highlight the importance of preventing and detecting fraud.

2. E. Information and communication

Information and communication refers to the flow of information accompanying internal control procedures, from the guidelines laid
down by management to action plans. It contributes to establishing the control environment, disseminating a culture of internal control, and
promoting relevant control activities that help mitigate risks.
As part of its transformation program, the Group is committed to reinforcing its internal and external communication strategy. Internally,
Group employees can at any time put a question to senior management, who communicate regularly via videos accessible on the Group’s
intranet. Externally, the Group’s web TV service carries information about its activities and strategy.
In its organizational choices, the Group strives to abide by the principles of safe and effective operations while factoring in the constraints
imposed by its pharmaceutical activities and its regulatory, economic and social environments. A legal and managerial structure based on
internal and external delegations of power has been established to conduct operations, and to disseminate and apply the Group’s strategy at the
appropriate organizational level.
Information and communication media rely on information systems. The Information Systems (IS) function is responsible for all of the
Group’s information systems. It is organized so as to encourage autonomy in the way the Group’s operational divisions (Research and
Development, Industrial Affairs, Global Operations, Vaccines) run their operational and business-specific activities. It comprises sections under
the direct authority of the Group Information Systems Department, and decentralized departments within each business line.
The various sections of the Group’s Information Systems Department formulate Group information systems policies, coordinate processes
for managing the information systems function, and administer transverse IT infrastructures and services consistently with Group priorities. The
decentralized information systems departments develop and administer business-specific applications.
The Information Systems Strategy Committee, consisting of the managers of business line entities plus the Executive Vice President Chief
Financial Officer, the Senior Vice President Corporate Affairs and the Vice President Information Systems, is tasked with ensuring that
information systems strategy is aligned with business strategy and delivering sustainable value creation.
The Information Systems Leadership Committee, comprising the managers of the decentralized information systems departments and of
the Group Information Systems Department, provides transverse coordination on Group-wide matters and approves Group-wide policies, in
particular policies on systems security, quality and IT infrastructure.
The Group Information Systems Department has a team dedicated to implementing the internal control assessment process for the
information systems function. Working within the Group’s overall methodological framework, this team conducts transverse risk assessments to
determine the requisite level of controls.

2. F. Monitoring of the internal control system

2. F.a. The Board of Directors and its specialist committees
The Board of Directors, through its specialist committees and particularly the Audit Committee, ensures the Group has reliable procedures
for monitoring the internal control system and for identifying, assessing and managing risks.
The composition of the Board of Directors and its specialist committees, the way their work is organized, and their contribution to the
effective and transparent conduct of the Group’s affairs, are described in Exhibit 99.2.

In accordance with the publications and recommendations issued by the AMF in 2010:
• The roles and responsibilities, the composition and the operation of the Audit Committee are defined in the internal rules of the
Board of Directors, and are consistent with the AMF report on audit committees published in 2010.
• The internal rules of the Board of Directors, as updated and approved by the Board in 2010, specify that the Audit Committee is
responsible for monitoring:
• the process of preparing financial information;
• the effectiveness of internal control and risk management systems;
• the audit of the individual and consolidated financial statements by the statutory auditors;
• the independence of the statutory auditors.
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The Audit Committee is informed periodically and on request about the process used to identify, assess and manage the
principal risks to which the Group is exposed.

2. F.b. The Executive Committee and management committees

The Executive Committee monitors the internal control and risk management systems implemented within the Group and
supervised by local management committees in each operational unit. This monitoring is supplemented by an active watch on internal
control practices in order to implement corrective actions or adapt the internal control system.
The Executive Committee also sets overall guidelines for internal control and risk management, and relies on operational
management to ensure they are implemented.

The Group has a decentralized structure based on stand-alone units, which means that the business can be broken down into key
divisions. This gives genuine autonomy and decision-making power to the front line, while strategic decisions are made centrally. As
part of its duties, operational management is required to disseminate these rules, check that they are applied, and alert executive
committee if any adjustments are necessary.

2. F.c. Ethics Committee

The Ethics Committee reports to senior management. Its main role is to monitor Group-wide compliance with the ethical
principles and values contained in the Code of Ethics. The committee met twice in 2010. The whistle-blowing procedure set up in
accordance with the Code of Ethics empowers staff to report any violation of the code to the Global Compliance Department. The
Ethics Committee is informed of the response to whistle-blowing reports and incidents of fraud.

2. F.d. Published Information Review Committee

The Published Information Review Committee is responsible for reviewing and validating key documents intended for
shareholders and the public, and for assessing the procedures and controls used in preparing such documents.

The Committee has implemented a process of reporting information to the Committee’s secretary to ensure that the Committee
is kept informed of any significant event liable to impact the share price. The secretary then consults Committee members to
determine what approach to adopt as far as informing the public is concerned.

2. F.e. Audits
Various types of audit are in place, covering all Group companies.
The roles and responsibilities of the Internal Audit and Information Systems Audit functions are described in a charter, available
on the Group’s intranet.

The Internal Audit function is independent and objective, reporting to the Chief Executive Officer. It has neither authority over
nor responsibility for the operations it reviews, and has complete freedom of action. Internal Audit is responsible for providing senior
management, and the Board of Directors via the Audit Committee, with reasonable assurance about the level of control over risks
associated with operations within the Group and about the effectiveness of internal control. The Audit Committee is periodically
informed about the results of internal audit activities, the implementation status of internal audit recommendations, the annual audit
plan, and related resource needs.
The sanofi-aventis Internal Audit function is certified by IFACI (the French Institute of Internal Audit and Internal Control),
indicating that it operates to international professional standards.

The Information Systems Audit function is completely independent of the Group Information Systems Department. It is
organized along similar lines to the Group Internal Audit function, but conducts its assignments using a methodology specific to
information systems audit.

The Internal Audit and Information Systems Audit functions are under the authority of the Audit and Internal Control
Assessment Department.

The Quality Assurance departments embedded in the Group’s support functions and business lines conduct regular audits to
assess good practice and obtain assurance as to compliance with procedures and regulations on quality issues.
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